Organizational Behavior
Essay title: Organizational Behavior
Traditional Assumptions
people try to satisfy one class of need at work: economic need
no conflict exists between individual and organizational objectives
people act rationally to maximize rewards
we act individually to satisfy individual needs
Human relations Assumptions
organizations are social systems, not just technical economic systems
we are motivated by many needs
we are not always logical
we are interdependent; our behavior is often shaped by the social context
informal work group is a major factor in determining attitudes and performance of individual workers
management is only one factor affecting behavior; the informal group often has a stronger impact
job roles are more complex than job descriptions would suggest; people act in many ways not covered by job descriptions
there is no automatic correlation between individual and organizational needs
communication channels cover both logical/economic aspects of an organization and feelings of people
teamwork is essential for cooperation and sound technical decisions
leadership should be modified to include concepts of human relations
job satisfaction will lead to higher job productivity
management requires effective social skills, not just technical skills
SCHOOLS OF HISTORICAL THOUGHT AND THEIR COMPONENTS BY DECADE
Org. theory prior to 1900: Emphasized the division of labor and the importance of machinery to facilitate labor
Scientific management (1910s-)–Described management as a science with employers having specific but different responsibilities; encouraged the scientific selection, training, and development of workers and the equal division of work between workers and management
Classical school (1910s- ) Listed the duties of a manager as planning, organizing, commanding employees, coordinating activities, and controlling performance; basic principles called for specialization of work, unity of command, scalar chain of command, and coordination of activities
Human relations (1920s-)Focused on the importance of the attitudes and feelings of workers; informal roles and norms influenced performance
Group dynamics (1940s) Encouraged